This study examines the relationship between Green Human Resource Management (Green HRM) practices and sustainable manufacturing performance within the Indian manufacturing sector. Drawing on the Resource-Based View, Ability-Motivation-Opportunity (AMO) theory, Stakeholder theory, and Institutional theory, the study develops and tests a conceptual model linking five dimensions of Green HRM—green recruitment and selection, green training and development, green performance management, green compensation and rewards, and employee participation—with sustainability outcomes measured across resource efficiency, waste reduction, energy conservation, and environmental compliance. Data were collected from 100 respondents across manufacturing organizations in India using a structured questionnaire. Percentage analysis, frequency distribution, and relational analysis were employed. Results confirm that all four alternative hypotheses are supported: Green HR practices exert a significant positive effect on sustainable manufacturing performance. Employee participation emerges as the most influential practice (satisfaction: 75%), and management support as the most critical contextual enabler. Awareness levels are high (80%) but adoption remains incomplete (70%), indicating an implementation gap. The study contributes empirical evidence on Green HRM in a developing-country manufacturing context and offers actionable recommendations for practitioners and policymakers.